- Slides: 36
The King is dead! Long live the king!
The Role of the Mission Statement
Canadian Parents for French Mission Statement is…. . . …furthering bilingualism by promoting and creating opportunities for students to use French.
Capacity Building: in particular. . . …it is head hunting people to be on the board or chapter …it is identifying roles for each board member …it is identifying skill sets
The ED The President The Secretary The Treasurer A Warm Body The Warm Body Model (Club Model) The President The Secretary The Treasurer Recruitment Concours Camps The Mission Based Model Capacity building has taken place and members have defined roles Educational Programs The ED Advocacy
SUCCESSION MANAGEMENT…. . . is a plan and process for addressing the changes that occur when someone leaves
SUCCESSION MANAGEMENT 1. THE PLAN
No succession planning……. and England ended up with James I, a Stuart disaster. The War of the Spanish Succession left Loius’ heirs in control of Spain!
What is Succession Planning and why is it so important?
Succession Planning: what we think it is An intentional plan to ensure that there is a smooth transition on a board when a member of that board leaves and a new one takes his/her place
Succession Planning (hereafter SP) is intended for: 1. Our provincial and Territorial Branches 2. Our Executive Directors, both national and for every branch 3. Our National Board of Directors 4. Individual chapters
Some Questions……. . 1. Who needs to do SP? 2. What are the benefits of SP? 3. Why is SP so important? 4. How do we develop a good SP? 5. When should it be done?
SUCCESSION MANAGEMENT 2. THE PROCESS
Current Practice of Terms of Membership Burn out Escort out Push out Term out
What is the role of a board? Governance v. To set goals (operational and strategic) v. To review these goals v. Performance reviews/appraisals - of themselves - of the ED
For SP to work effectively, there has to be some kind of defined roles for all members of your board. Effective boards create clear position descriptions for every member of their board.
And one of the implications is… Recruitment! If one is to be serious at all about SP, one has to actively recruit candidates according to PD’s and ipso facto, retain them (retention)! We must head hunt ( with a firm idea of what skills set we want )and then we must make sure they are valued and embraced so that they will stay committed to the mission.
USE OF COMMITTEES
Dating…. . . do you want this man to marry your daughter?
EMPOWERMENT AND VOUNTEER RECOGNITION
Organizational Contingency Inventory WORKSHEET www. thevantagepoint. ca
The Drop Dead Fred Binder…… If one of your board members resigns or his/her term is up, how is that member replaced? If a position description exists for the role played by that member, than you know exactly what to look for and who might best fill the vacancy. This is the DDF Binder. This implies that part of your job as a board is to create a pool of potential candidates. RECRUITMENT is an intentionally planned activity.
EVALUATE (your board) AND NOW, PLAN. Get to work!
A last word: The Power of Succession Planning As it evaluates potential new directors, the governance committee should consider all three components – professional competence, diversity, and cultural fit – to find and nominate individuals who will blend into a strong working team. November 18, 2010 – Great Boards Newsletter, Bader and Associates, Scottsdale, Arizona
Which statements do not apply to SP? 1. Competencies (skill sets)need to be identified for any board. 2. Members join a board because they are motivated to do so. 3. Good governance will promote and encourage members to join a board. 4. Boards debrief at the end of every meeting. 5. SP is future-focused. 6. Boards create a SP and have it in place after one is needed. They are reactive and not proactive. 7. Boards actively solicit candidates for consideration for future membership.
Questions de base 1. Why is systematically planning for volunteer leader recruitment and selection so important? 2. How do we support diversity in our volunteer leader roles? 3. How do we support mentoring to help long-time volunteers pass the baton to new volunteers? 4. How do we begin the recruitment process. 5. How do we engage member interest?
Succession Planning par excellence or Succession Planning gone awry?
The succession management process involves: • Determining a succession-management philosophy and approach for your organization • Assessing their current and future needs based on either their strategic plan, goals and objectives, or priority programs and projects • Matching these to the capabilities of the existing workforce • Developing a plan to manage the gaps that will arise when individuals in key positions leave or are promoted • Meeting future talent needs through training and development for existing staff as well as external recruitment
Evaluate and Plan In its simplest definition, succession management provides a plan and process for addressing the changes that occur when someone leaves. Most succession management plans focus on the most senior manager—the executive director—but all key positions should ideally be included in the plan. Key positions can be defined as those positions that are crucial for the operations of your organization and, because of the skill, seniority and experience required, will be hard to replace. Whenever size and resources permit, succession management should involve nurturing and developing employees from within an organization. Employees who are perceived to have the skills, knowledge, qualities, experience and the desire can be groomed to move up to fill specific, key positions. http: //www. thevantagepoint. ca/
STEPS TO ORGANIZATION -WIDE SUCCESSION PLANNING GUIDE The goal of succession planning is to introduce and maintain a culture of leadership continuity within your organization. Succession plans are critical to the success of your organization and should provide for a process that recognizes, develops and retains leadership talent. Organizations often create a succession plan outlining the process for retaining, developing, and/ or replacing positions within the organization. Table of Contents Evaluate & Plan Succession-Management Planning Guidelines Evaluate Your Internal Capacity Consider Volunteer Support Establish A Task Force Define the Recruitment Process On-board The New Hire On-boarding Checklist Succession-Management Planning Worksheet Guidelines Succession-Management Planning Guide www. thevantagepoint. ca
ORGANIZATIONAL CONTINGENCY INVENTORY The contingency inventory is essential to the transfer of key knowledge in your organization. It’s a document that is updated regularly with critical information and made available to anyone at the senior leadership level. It provides a reference document for a variety of critical positions and ensures that important information is transmitted to employees who move into new positions through succession management processes. This information may also be required for a variety of other reasons, including unexpected employee departures. The ultimate goal of the contingency inventory is to improve institutional memory and to transfer organizational knowledge. One area that is often overlooked is “how” the work is done. This is especially important for front-line and mid-level positions where the majority of direct service (the work of the organization) is performed. For these types of positions, it might be necessary to supplement the contingency inventory with a procedures manual, so that business will continue as usual in the absence of a key individual. www. thevantagepoint. ca